The Leaders We Remember: Prioritizing the Human Behind the Role

I have spoken right here about Marco, my supervisor back in the early 2000s—you know, the guy who would hide money behind inspection points to make sure inspections were actually being done. Yeah, that Marco.

I often refer back to him in many ways in my current leadership style. He was (still is—he's not dead) a great leader. He was funny, witty, a joker, and an extreme worker. He would put in long hours, working tirelessly.

This was a time when hotels didn’t call for outside service. You hired the techs, and they did the job. And if you couldn’t find help? Well, you’d hire a few Brazilians—(relax, I’m Brazilian)—and we’d 'figure it out.' Yeah, that time.

The Small Gestures That Made a Big Impact

What I remember clearly is how Marco made sure we were taken care of.

• If we were staying late, he would order pizza.
• He’d walk to downtown Boston to pick up Chinese food.
• He made sure we had fun while we worked.

There were three of us—Marco, Lucas, and yours truly. I miss that time. We worked hard, and we delivered results like no one else. The Three Stooges when needed and the Three Supermen when it was time to deliver.

Back then, there were no corporate discussions about psychological safety, but that was our spinach, and we were the Popeyes.

Psychological Safety Before It Had a Name

Psychological safety is now recognized as a major factor in team performance.

Research backs this up:

• A study by Google’s Project Aristotle found that psychological safety is the number one predictor of high-performing teams.
• Employees in psychologically safe environments are 76% more engaged and 27% less likely to leave their job (Niagara Institute).
• McKinsey research shows that only 26% of leaders create psychological safety for their teams, despite its clear benefits (McKinsey & Company).

Marco didn’t need these statistics—he instinctively knew that taking care of people produces the best work. He built trust by treating us as humans first, workers second. That kind of leadership sticks with you.

The Human Behind the Task Matters

Marco’s leadership taught me a lesson I carry to this day:

• Taking care of your team isn’t an extra—it’s the job.
• When leaders prioritize their people, they create loyalty, culture, and impact.
• People don’t just remember the work—they remember how they felt doing it.

Why It Still Matters Today

The modern workplace is shifting—hybrid work, automation, and AI are redefining how teams operate. Yet, the fundamental need for human-centric leadership remains unchanged. Studies show that leaders who actively foster trust and well-being drive higher productivity, lower attrition, and greater innovation.

In a report by Gallup, companies with high employee engagement experience 23% higher profitability and 18% less turnover (Gallup Workplace). Similarly, a 2023 study from MIT Sloan found that psychological safety increases creativity and collaboration, which are critical in today’s evolving workforce (MIT Sloan Management Review).

Marco’s methods may have been informal, but they were deeply effective. He didn’t need a handbook on leadership; he just knew how to lead by example, by putting people first.

Leadership That Stands Out

I still think about Marco. Not because of the long hours, the tough jobs, or the inspections—but because of how he made us feel valued. That’s the kind of leadership that people remember.

As leaders, we have a choice:

Do we focus only on the work, or do we focus on the people who make the work possible?

Marco’s legacy is clear.

The best leaders prioritize the human behind the role.

And when they do, they don’t just build great teams—they build lasting impact.

References:

• Google’s Project Aristotle on High-Performing Teams: https://rework.withgoogle.com/
• Niagara Institute. "25+ Psychological Safety at Work Stats [2024]." https://www.niagarainstitute.com/blog/psychological-safety-at-work
• McKinsey & Company. "Just 26 percent of leaders create psychological safety for their teams." https://www.mckinsey.com/featured-insights/sustainable-inclusive-growth/charts/just-26-percent-of-leaders-create-psychological-safety-for-their-teams
• Gallup Workplace. "The Benefits of Employee Engagement." https://www.gallup.com/workplace/
• MIT Sloan Management Review. "Psychological Safety and Innovation." https://sloanreview.mit.edu/